What is leadership ppt @ bec doms


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What is leadership ppt @ bec doms

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  • What is leadership ppt @ bec doms

    1. 1. What Is Leadership
    2. 2. The McKinsey Seven-S Model Strategy “ Structure follows strategy” Structure Staff Systems Shared Values Style Skills “ Get the right people on the bus.”
    3. 3. What Is Leadership?
    4. 4. Bennis & O’Toole 0n Leadership* <ul><li>“ Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process.” </li></ul><ul><li>“… they demonstrate integrity, provide meaning, generate trust, and communicate values .” </li></ul><ul><li>“… they energize their followers , humanely push people to meet challenging goals , and all the while develop leadership skills in others.” </li></ul><ul><li>“ Real leaders, in a phrase, move the human heart .” </li></ul><ul><li>An effective leader is a “pragmatic dreamer.” </li></ul>* “ Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000.
    5. 5. Kotter on Leadership <ul><li>Leadership is about coping with change. </li></ul><ul><li>Focuses on change and innovation </li></ul><ul><li>Focuses on the big picture </li></ul><ul><li>Focuses on strategies that take calculated risks </li></ul><ul><li>Focuses on people’s values and dignity </li></ul><ul><li>You can’t manage people into battle; they need, deserve, and want to be led. </li></ul>
    6. 6. Leading Change <ul><li>According to Kotter, there is an eight-stage process of creating change: * </li></ul><ul><li>Establishing a sense of urgency </li></ul><ul><li>Creating the guiding coalition </li></ul><ul><li>Developing a vision and strategy </li></ul><ul><li>Communicating the change vision </li></ul>
    7. 7. Leading Change <ul><li>Empowering broad-based action </li></ul><ul><li>Generating short-term wins </li></ul><ul><li>Consolidating gains and producing more change </li></ul><ul><li>Anchoring new approaches in the culture </li></ul>
    8. 8. Leadership <ul><li>Leaders are popular with followers. </li></ul><ul><li>Bosses aren’t </li></ul><ul><li>Leaders take orders from below and give credit ( Employees First, Customers Second ) </li></ul><ul><li>Bosses give orders from above (hierarchical, command-and-control) and take credit </li></ul><ul><li>Leaders create trust in an organization. </li></ul><ul><li>Trust is the grease that makes an organization work. </li></ul>
    9. 9. Leadership * <ul><li>“… the key…to leadership, as well as to the garnering of a following, is the effective communication of a story .” </li></ul><ul><li>“… the most fundamental stories fashioned by leaders concern issues of personal and group identity… ” </li></ul><ul><li>“… must in some way help their audience members think through who they are.” </li></ul>* Leading Minds, Howard Gardner, Basic Books, 1995.
    10. 10. Leadership * <ul><li>“ The most powerfully transforming executives possess a paradoxical mixture of personal humility and professional will .” </li></ul><ul><li>“ They are timid and ferocious. Shy and fearless.” </li></ul><ul><li>“ They are rare -- and unstoppable.” </li></ul>
    11. 11. The Business Cycle <ul><li>Product Promotion Advertising Marketing Service </li></ul>Develop- ment Start-Up Growth Maturity Decline Cash Flow : - - - + ++ + Drivers of Growth Sustaining Strategies
    12. 12. Different Stages in the Business Cycle Call For Different Leadership Qualities <ul><li>Development – Visionary </li></ul><ul><li>Start-up – Entrepreneur, salesperson </li></ul><ul><li>Growth – Promoter, salesperson, visionary </li></ul><ul><li>Maturity – Marketer, manager </li></ul><ul><li>Decline – Customer relationship management (CRM) </li></ul>
    13. 13. Leadership: Vision * Point A Point B The Business Cycle * The Ag e of Paradox , Charles Handy, Harvard Business School Press, 1994
    14. 14. Leadership: Vision Point A Point B The Business Cycle Leader’s New Direction
    15. 15. What Is Management?
    16. 16. Mintzberg On Management <ul><li>Henry Mintzberg on what management should be about: </li></ul><ul><li>“ Management is not about controlling people but about facilitating human collaboration.” * </li></ul>
    17. 17. Kotter on Management <ul><li>Kotter says management too often is about coping with complexity: </li></ul><ul><li>Focuses on details, order and consistency </li></ul><ul><li>Focuses on short-term results </li></ul><ul><li>Focuses on eliminating risks </li></ul><ul><li>Focuses on efficiency and bottom-line values </li></ul><ul><li>All the wrong things. </li></ul>
    18. 18. What is Management? <ul><li>“ The skill of getting results with the cooperation of other people.” Peter Drucker </li></ul><ul><li>Key words: </li></ul><ul><li>Skill </li></ul><ul><li>Results </li></ul><ul><li>Cooperation </li></ul><ul><li>People </li></ul>
    19. 19. What Is Management? <ul><li>Skill - Management skills can be learned. </li></ul><ul><li>Results - Politically defined </li></ul><ul><li>Cooperation - Cooperation is more productive than competition. </li></ul><ul><li>People - People skills and people knowledge are more important than any other skills or knowledge. </li></ul>
    20. 20. What is Management? <ul><li>“ Getting ordinary people to perform in an extraordinary way.” Peter Drucker </li></ul><ul><li>Performance: </li></ul><ul><li>Ability </li></ul><ul><li>Motivation </li></ul><ul><li>Environment </li></ul><ul><li>Performance is achieved through people. </li></ul>
    21. 21. Performance Motivation Ability Environment
    22. 22. Performance <ul><li>Ability: </li></ul><ul><li>Intelligence * </li></ul><ul><li>Linguistic </li></ul><ul><li>Logical/mathematical </li></ul><ul><li>Musical </li></ul><ul><li>Bodily/kinesthetic </li></ul><ul><li>Spatial </li></ul><ul><li>Interpersonal </li></ul><ul><li>Intrapersonal </li></ul><ul><li>Naturalist </li></ul><ul><li>Ethical/Spiritual </li></ul><ul><li>Talent </li></ul><ul><li>Inherent-- The Soul’s Code. </li></ul><ul><li>Skills </li></ul><ul><li>Learned through repetition – deliberate practice </li></ul><ul><li>Knowledge </li></ul><ul><li>Acquired </li></ul>
    23. 23. Performance <ul><li>Motivation: </li></ul><ul><li>Intrinsic (Internal satisfaction from doing the job —preferred by creative people) </li></ul><ul><li>Extrinsic (External rewards such as money, recognition —preferred by salespeople) </li></ul><ul><li>Managers must know which appeals to which person and manage accordingly </li></ul><ul><li>Environment: </li></ul><ul><li>Core values and culture </li></ul><ul><li>Management style </li></ul><ul><li>Leadership style </li></ul>
    24. 24. Managing Performance <ul><li>Managing performance is keeping leadership style, management style, core values, and culture in alignment. </li></ul><ul><li>A difficult balancing act that requires adaptability, flexibility, and taking responsibility for results </li></ul><ul><li>A vital core value is dedication to teamwork: </li></ul><ul><li>“ We are all angels with only one wing, and the only way we can fly is by embracing each other.” </li></ul>
    25. 25. The Rules Of Management Have Changed <ul><li>The rules of management have changed because the game has changed. </li></ul><ul><li>The functions of management have changed </li></ul><ul><li>The old functions of management were based on a command-and-control model </li></ul>
    26. 26. The Old Functions of Management <ul><li>Planning </li></ul><ul><li>Yearly </li></ul><ul><li>Organizing </li></ul><ul><li>Motivating </li></ul><ul><li>Controlling </li></ul><ul><li>Evaluating </li></ul><ul><li>Usually yearly evaluations tied to a raise and that led to planning for next year. </li></ul>
    27. 27. The New Functions of Management <ul><li>Strategic Planning </li></ul><ul><li>Flexible, adaptive, speed </li></ul><ul><li>Coordinating/Aligning </li></ul><ul><li>Empowering </li></ul><ul><li>Facilitating collaboration </li></ul><ul><li>Coaching </li></ul><ul><li>And modeling behavior </li></ul>
    28. 28. People Skills <ul><li>Stanford Business School Study: </li></ul><ul><li>Re-interviewed members of class of 1968 in 1978 and 1988. </li></ul><ul><li>The results showed that the most successful graduates had only two things in common: </li></ul><ul><li>They all graduated in the bottom half of the class. </li></ul><ul><li>They were all popular – had people skills . </li></ul>
    29. 29. Caring <ul><li>Sam Walton: </li></ul><ul><li>“ The way management treats the associates is how the associates will then treat customers” </li></ul><ul><li>Never forget this as a leader or manager </li></ul><ul><li>The operative concept is caring --for associates and customers </li></ul><ul><li>Best management and leadership mantra = “Help people get better.” </li></ul>